Great Entrepreneurs Quotes

The best entrepreneurs know this: every great business is built around a secret that’s hidden from the outside. A great company is a conspiracy to change the world; when you share your secret, the recipient becomes a fellow conspirator.

Success in life is not for those who run fast, but for those who keep running and always on the move.

Do you know great minds enjoy excellence, average minds love mediocrity and small minds adore comfort zones?

I like Texas and Texans. In Texas, everything is bigger. When Texans win, they win big. And when they lose, it's spectacular. If you really want to learn the attitude of how to handle risk, losing and failure, go to San Antonio and visit the Alamo. The Alamo is a great story of brave people who chose to fight, knowing there was no hope of success against overwhelming odds. They chose to die instead of surrendering. It's an inspiring story worthy of study; nonetheless, it's still a tragic military defeat. They got their butts kicked. A failure if you will. They lost. So how do Texans handle failure? They still shout, "Remember the Alamo!" That's why I like Texans so much. They took a great failure and turned it into a tourist destination that makes them millions. Texans don't bury their failures. They get inspired by them. They take their failures and turn them into rallying cries. Failure inspires Texans to become winners. But that formula is not just the formula for Texans. It is formula for all winners.

It's just as great to be an employee as it is to be an entrepreneur. Great employees add immense value to businesses and therefore to markets and to economies. Being an employee is important.

Great entrepreneurs are never out of the game for long. They slip many times, but they don't fall.

No matter how great a writer, artist, or entrepreneur, he is a mortal, he is fallible. He is not proof against Resistance. He will drop the ball; he will crash. That’s why they call it rewriting.

An entrepreneur is a man who knows he can fail, but he does not accept to fail before he actually fails, and when he fails he learns from his errors and moves on.

You just have to make the choice to actually do it. I am so tired of excuses. Why not try something new? Be optimistic, exhibit patience, shut your mouth, and execute.

I think a great entrepreneur is learning every day. An entrepreneur is somebody that doesn’t take no for an answer — they’re going to figure something out. They also take responsibility. They don’t blame anybody else. And they’re dreamers in one sense but they’re also realistic and they take affordable steps when they can.

Always put your money back into your business.

Do you know what the difference is between PR and advertising? Advertising is when you say how great you are. PR is when other people say how great you are. PR is better.

Being unafraid of making mistakes makes everything easy for me. Not worrying about what people think frees you to do things, and doing things allows you to win or learn from your loss—which means you win either way. Hear me now: you are better off being wrong ten times and being right three than you are if you try only three times and always get it right.

You’ll learn that the key to a great book is editing — grinding, buffing, and polishing — not writing.

When it comes to professional opportunities, this is the best time to be alive in the history of humankind.

Go APE: Author a great book, Publish it quickly, and Entrepreneur your way to success. Self-publishing isn’t easy, but it’s fun and sometimes even lucrative. Plus, your book could change the world.

Peter Drucker said, “There is surely nothing quite so useless as doing with great efficiency what should not be done at all.

Being a great entrepreneur means finding the path through the fog, confusion and myriad of choices.

You must act like a great company (or a great entrepreneur/intrapreneur) long before you ever become one.

A talented entrepreneur with bad habits eventually becomes an employee. An average employee with great habits can eventually become a great entrepreneur.

If you’re not 100 percent happy with your life today, it is never a waste of time to try something that could get you there.

Both political parties have moved to the right during the neoliberal period. Today’s New Democrats are pretty much what used to be called “moderate Republicans.” The “political revolution” that Bernie Sanders called for, rightly, would not have greatly surprised Dwight Eisenhower. The fate of the minimum wage illustrates what has been happening. Through the periods of high and egalitarian growth in the ‘50s and ‘60s, the minimum wage—which sets a floor for other wages—tracked productivity. That ended with the onset of neoliberal doctrine. Since then, the minimum wage has stagnated (in real value). Had it continued as before, it would probably be close to $20 per hour. Today, it is considered a political revolution to raise it to $15.

At the end of the day, if you’re wasting your time by not investing in yourself, you’re going to waste away—and that would be the greatest waste of all.

The art of being a great entrepreneur is finding the right balance between vision and reality.

People declare themselves experts, entrepreneurs, inventors, innovators, mavericks, and coaches without any real-life experience. And they do this not because they actually think they are greater than everybody else; they do it because they feel that they need to be great to be accepted in a world that broadcasts only the extraordinary. Our

Our society today celebrates entrepreneurship way too much. It's great to be an entrepreneur. But it's also great to be an employee. In order to have a healthy economy, we need both entrepreneurs and employees. We need business of every size and we need people to accept the many jobs offered by those businesses.

What worked for me won’t work for you, however, and vice versa. That’s why self-awareness is so vital—you have to be true to yourself at all times.

share three characteristics: A commitment to service A desire to provide value A love of teaching

Most busy people want to mentor someone great

Unless you have perfectly conventional beliefs, it’s rarely a good idea to tell everybody everything that you know. So who do you tell? Whoever you need to, and no more. In practice, there’s always a golden mean between telling nobody and telling everybody—and that’s a company. The best entrepreneurs know this: every great business is built around a secret that’s hidden from the outside.

The main thing is realizing that even if you feel terrible for a while, that’s not how you’re going to feel the whole time. . . . Things change if you just keep moving.

My parents did a great job of creating a home we wanted to return to...and all of our friends wanted to be there too.

Mistakes are good, successes are great and idleness is a sin.

Good creatives love their art, but great creatives who work in business love to use their art to sell.

Everyone’s an ass until they’re a pioneer.

A good golfer’s métier is his or her golfing skill. A great golfer’s métier is his or her golfing skill, coupled with the mastery of good sportsmanship, rendering him or her an ambassador for the sport.

When I think about the future, I know that the most fantastic things are too awesome to even imagine today. Great entrepreneurs are like Indiana Jones: They take leaps before seeing the bridge because they know that if they don't, someone else will get that holy grail. That holy grail is yours for the taking.

As anyone who starts a business knows, it is a fantastic race. There is a statistic that hangs over your head - over 90 percent of all new businesses fail in the first three years. For anyone with even a bit of competitive spirit in them, especially for someone who defines himself or herself as an entrepreneur, these overwhelming odds of failure are not intimidating, they only add fuel to the fire. The foolishness of thinking that you're a part of the small minority of those who actually will make it past three years and defy the odds is part of what makes entrepreneurs who they are, driven by passion and completely irrational.

You’re going to go through a time where you’re not going to make any money. It’s not going to be a week, it’s not going to be a month, it’s not going to be one year. It’s going to be years. And during that time, if you don’t love what you do, it’s going to be very hard to stick it out. That is something that people don’t understand when they hear, “Follow your passion.” They hear rainbows, unicorns, bullshit. But the truth of it is that it’s important, because if you don’t enjoy what you’re doing, you’re going to be that much more likely to quit when shit’s hard.

If you want to build a truly great company you have got to ride a really big wave. And you’ve got to be able to look at market waves and technology waves in a different way than other folks and see it happening sooner, know how to position yourself out there, prepare yourself, pick the right surfboard—in other words, bring the right management team in, build the right platform underneath you. Only then can you ride a truly great wave. At the end of the day, without that great wave, even if you are a great entrepreneur, you are not going to build a really great business.

Don’t ever listen to people who say it’s good enough, because it never will be. Building a great product is a fluid, ongoing process.

Ambition is like a plague that can only be cured by success.

Many entrepreneurs who build great products simply don’t have a good distribution strategy.

And what really matters is a pretty short list: intent, authenticity, passion, patience, speed, work, and attention.

You don’t learn, then start. You start, then learn.

Keep away from people who try to belittle your ambitions. Small people always try to do that, but the really great make you feel that you, too, are great.”—Mark Twain

McAdoo and Graham were discussing that most essential characteristic of great entrepreneurs: mental toughness, the ability to overcome the hurdles and negativity that typically accompany something new. McAdoo and his partners had identified this kind of true grit as the most important attribute in the founders of their successful portfolio companies, like Google and PayPal.

He added, We knew it was going to be a big problem. You’ve got this guy with an army of upward of forty walking corpses that he acquired legally but was meant to bury a while back, it’s time for some hard conversations. He’s curing cancer, that’s great, but he’s bookended by two zombies that they’ve dressed in outfits, that’s bad. You’ve got a wizard out in the wop-wops who’s now got blanket bans from nearly every video upload site and a whole bunch of people have entered the country because of his YouTube channel, the government isn’t all, Love that small-business entrepreneur spirit. The government says, This is a cult.

Why have so many schools reduced the time and emphasis they place on art, music, and physical education? The answer is beyond simple: those areas aren’t measured on the all-important tests. You know where those areas are measured… in life! Art, music, and a healthy lifestyle help us develop a richer, deeper, and more balanced perspective. Never before have we needed more of an emphasis on the development of creativity, but schools have gone the exact opposite direction in an effort to make the best test-taking automatons possible. Our economy no longer rewards people for blindly following rules and becoming a cog in the machine. We need risk-takers, outside-the-box thinkers, and entrepreneurs; our school systems do the next generation a great disservice by discouraging these very skills and attitudes. Instead of helping and encouraging them to find and develop their unique strengths, they're told to shut up, put the cell phones away, memorize these facts and fill in the bubbles.

The entrepreneur's exclamation is thus essentially reducible to an 'I feel like doing something.'. Well then, great! Do it! But do it on your own - if you can. If that is not possible, the problem changes completely. The legitimacy of wanting to do something does not extend to wanting to make other people do it.

Whether you’re an entrepreneur, a small business, or a Fortune 500 company, great marketing is all about telling your story in such a way that it compels people to buy what you are selling. That’s a constant. What’s always in flux, especially in this noisy, mobile world, is how, when, and where the story gets told, and even who gets to tell all of it.

Angels also often want to contribute more than money to a young company. Angels have the experience, and inclination, to be great mentors and valuable directors.

If you love stress, practice avoidance.

Don’t try to do everything. Don’t try to tackle multiple business problems. Focus on one core problem and deliver one great solution.

Think Big, Start Small

I am a Cause Artist : using my creative skills for the good of the world

Simple is the new complex

Surround yourself with snakes, and they will poison you. Surround yourself with eagles, and you will learn to fly to the heavens.

Understanding how to find, persuade and win over customers is the magic sauce of all great marketing.

In the garden of dreams, there are many great seeds of possibilities waiting to sprout - looking for your attention - the water and the light.

You don’t get to call yourself an expert until you’ve put in the work—and the market decides, not you.

There is beauty in being a good employee. Most people can achieve more greatness as an employee than they ever could as an entrepreneur.

not made for you. You’re an old white guy in

It’s a matter of survival to think beyond your current successes and constantly look for ways to create new ones so that you’re never limited to any one platform or even one topic.

He saw something more in those eyes. The emotion wasn't nakedly apparent, but Mr. Cawley was a professional at reading the subtleties of people. The elderly and wildly successful credit card magnate believed that certain human frailties could actually help fuel success. Insecurity drove billionaire entrepreneurs. Emotional instability made for superb art. The need for attention built great political leaders. But anger, in his experience, led only to inertia.

Anyone with a great product to sell should never criticize competing products. Your product should sell on its own merit. Consumers want the best of the best, not the best of a bad situation.

The biggest mistake I see influencers make is, they’ll work with every brand on the planet. It’s all about how many brands can they work with, not about the audience, not about the readership. I see no longevity there. I’m more focused on building my own brand than other people’s brands.

the Lean Startup is a new way of looking at the development of innovative new products that emphasizes fast iteration and customer insight, a huge vision, and great ambition, all at the same time.

Saving entails sacrifice; maybe that's why it brings rewards. Those that save always have. If tomorrow you face a problem -you lose your job or your business, you know you can survive until the situation improves or you start another business, this time with firm foundations. However those that do not save...

Commit to ignoring every single voice that threatens to undermine you. If it’s your mom, find a respectful way to tell her you want her love but not her opinion. If it’s your friends, tell them you are grateful for their concern but they have to choose to support you or fuck off. The only person you can’t ignore

El Éxito es una planta que requiere ser regada todos los días. Si no la riega, sino la atiende, se seca. Y en la tierra sin regar, de los tallos marchitos del éxito abandonado, nace, casi imperceptiblemente, la mala hierba del fracaso.

you’re going to have to make sure that you are constantly updating your knowledge and providing information and insight that people can’t find easily anywhere else. Moreover, you’ll have to do it in a unique and memorable signature style.

Successful entrepreneurs also excel at something else: pattern recognition. They possess an extraordinary capacity for identifying profitable opportunities by linking successes they’ve observed in the past with changes now taking place in the market.

You won’t accomplish or reach your greatest potential in life if your main focus is on what other people think of you. No matter how great you are, some people will form their own negative opinions of you. Don’t give your haters your time or energy! People that are negative, jealous, and envious of you aren’t worth your future. Go after your dreams with purpose and unwavering belief!

I have noticed over the past three years that most African Christians depend on their pastor or preachers for directions in life than their lecturers, politicians and nurses. That tells why most people refuse certain medical priorities with regards to their pastor's messages. I think if every pastor should have entrepreneurial knowledge coupled with spiritual integrity, Africa will shake!

You can take the smartest kid at Wharton, the one who gets straight A’s and has a 170 IQ, and if he doesn’t have the instincts, he’ll never be a successful entrepreneur. Moreover, most people who do have the instincts will never recognize that they do, because they don’t have the courage or the good fortune to discover their potential. Somewhere out there are a few men with more innate talent at golf than Jack Nicklaus, or women with greater ability at tennis than Chris Evert or Martina Navratilova, but they will never lift a club or swing a racket and therefore will never find out how great they could have been. Instead, they’ll be content to sit and watch stars perform on television.

Ten years before Stalin’s Great Terror and six years before Hitler came to power, Benda already feared that the writers, journalists, and essayists who had morphed into political entrepreneurs and propagandists would goad whole civilizations into acts of violence. And so it came to pass.

There is a belief, current in many countries, which has been elevated to the rank of an official article of faith in the United States, that free competition is itself a homeostatic process: that in a free market the individual selfishness of the bargainers, each seeking to sell as high and buy as low as possible, will result in the end in a stable dynamics of prices, and with redound to the greatest common good. This is associated with the very comforting view that the individual entrepreneur, in seeking to forward his own interest, is in some manner a public benefactor and has thus earned the great rewards with which society has showered him. Unfortunately, the evidence, such as it is, is against this simpleminded theory. The market is a game, which has indeed received a simulacrum in the family game of Monopoly. It is thus strictly subject to the general theory of games, developed by von Neumann and Morgenstern. This theory is based on the assumption that each player, at every stage, in view of the information then available to him, plays in accordance with a completely intelligent policy, which will in the end assure him of the greatest possible expectation of reward.

Indonesia’s richly complex wooded peatlands where entrepreneurs log, burn and plow to make palm oil plantations are one of the saddest examples of great biological loss. In shops and stores I read labels and when I find bars of soap made with palm oil I get a mental image of a ravaged forest. I do not buy that soap.

Entrepreneurs often mistake their business plan as a cookbook for execution, failing to recognize that it is only a collection of unproven assumptions. At its back, a revenue plan blessed by an investor, and composed overwhelmingly of guesses, suddenly becomes an operating plan driving hiring, firing, and spending. Insanity.

(Later in my journey I was told of an outrageous but apparently successful attempt to bring tourists to Great Nicobar. During the monsoon torrential rain comes down spectacularly. A bright Indian entrepreneur advertised a tour for rich Arabs from the arid Gulf who could sit on their hotel balcony and watch rain for a week. It was a sell-out.)

It is the investment of time into perfecting a skill or skills that gives birth to celebrities, billionaires, inventors, entrepreneurs, Olympic gold medalists and so on

The second reason that deep work is valuable is because the impacts of the digital network revolution cut both ways. If you can create something useful, its reachable audience (e.g., employers or customers) is essentially limitless—which greatly magnifies your reward. On the other hand, if what you’re producing is mediocre, then you’re in trouble, as it’s too easy for your audience to find a better alternative online. Whether you’re a computer programmer, writer, marketer, consultant, or entrepreneur, your situation has become similar to Jung trying to outwit Freud, or Jason Benn trying to hold his own in a hot start-up: To succeed you have to produce the absolute best stuff you’re capable of producing—a task that requires depth.

We knew it was going to be a big problem. You’ve got this guy with an army of upward of forty walking corpses that he acquired legally but was meant to bury a while back, it’s time for some hard conversations. He’s curing cancer, that’s great, but he’s bookended by two zombies that they’ve dressed in outfits, that’s bad. You’ve got a wizard out in the wop-wops who’s now got blanket bans from nearly every video upload site and a whole bunch of people have entered the country because of his YouTube channel, the government isn’t all, Love that small-business entrepreneur spirit. The government says, This is a cult.

There are three phases of uncertainty: fearing it, starting to overcome it, and then embracing it. There’s a great quote from Tim Ferriss, “Most people will choose unhappiness over uncertainty,” and it is this uncertainty that makes people unhappy. Once you get to a point where you embrace the uncertainty, you basically look at things and say, I don’t know what’s going to happen so I can make anything I want to happen. That is an entrepreneur’s best friend.

Most people are operating at a fraction of what they are really capable of. As the leader you will need to find the unique seeds of greatness buried in each member of your team. You need to remove the weeds (fears, inhibitions, uncertainties), water and fertilize (invest in their personal growth), and provide the sunshine (your positive attitude, belief in them, and example) to transform that miraculous seed inside them into a bountiful harvest of results and productivity.

You get to a question of, is that what capitalism is supposed to do?” Schwartz asked. “There’s so many little ways that a company like this tells the next generation of entrepreneurs what success looks like. One way to ask this question is, in the system we have set up, do the people who were successful reflect the values we want? Should we care, or not care, if someone makes a lot of money exploiting the system?” Schwartz didn’t mind if Adam got rich; he wanted to get rich, too. “The reason I care is that if the most successful companies are the ones that just drive really hard, and play fast and loose with the truth,” Schwartz said, “then maybe the whole idea that capitalism is great, or even useful, is really challenging to uphold.

The cause of this transformation, effected by the Meiji Restoration from 1868 onward, was the determination of influential members of the Japanese elite to avoid being dominated and colonized by the West, as seemed to be happening elsewhere in Asia, even if the reform measures to be taken involved the scrapping of the feudal order and the bitter opposition of the samurai clans.39 Japan had to be modernized not because individual entrepreneurs wished it, but because the “state” needed it. After

The Lean Startup asks people to start measuring their productivity differently. Because startups often accidentally build something nobody wants, it doesn’t matter much if they do it on time and on budget. The goal of a startup is to figure out the right thing to build—the thing customers want and will pay for—as quickly as possible. In other words, the Lean Startup is a new way of looking at the development of innovative new products that emphasizes fast iteration and customer insight, a huge vision, and great ambition, all at the same time.

I learned that hard work is an essential part of life—that by and large, you don’t get something for nothing—and that America was a place that offered unlimited opportunity to those who did work hard. I learned to admire risk takers and entrepreneurs, be they farmers or small merchants, who went to work and took risks to build something for themselves and their children, pushing at the boundaries of their lives to make them better. I have always wondered at this American marvel, the great energy of the human soul that drives people to better themselves and improve the fortunes of their families and communities. Indeed, I know of no greater force on earth.

The key to innovation—at Bell Labs and in the digital age in general—was realizing that there was no conflict between nurturing individual geniuses and promoting collaborative teamwork. It was not either-or. Indeed, throughout the digital age, the two approaches went together. Creative geniuses (John Mauchly, William Shockley, Steve Jobs) generated innovative ideas. Practical engineers (Presper Eckert, Walter Brattain, Steve Wozniak) partnered closely with them to turn concepts into contraptions. And collaborative teams of technicians and entrepreneurs worked to turn the invention into a practical product. When part of this ecosystem was lacking, such as for John Atanasoff at Iowa State or Charles Babbage in the shed behind his London home, great concepts ended up being consigned to history’s basement. And when great teams lacked passionate visionaries, such as Penn after Mauchly and Eckert left, Princeton after von Neumann, or Bell Labs after Shockley, innovation slowly withered.

many people mistaken for entrepreneurs fail to have true skin in the game in the sense that their aim is to either cash out by selling the company they helped create to someone else, or “go public” by issuing shares in the stock market. The true value of the company, what it makes, and its long-term survival are of small relevance to them. This is a pure financing scheme and we will exclude this class of people from our “entrepreneur” risk-taker class (this form of entrepreneurship is the equivalent of bringing great-looking and marketable children into the world with the sole aim of selling them at age four). We can easily identify them by their ability to write a convincing business plan.

The Struggle is when you wonder why you started the company in the first place. The Struggle is when people ask you why you don’t quit and you don’t know the answer. The Struggle is when your employees think you are lying and you think they may be right. The Struggle is when food loses its taste. The Struggle is when you don’t believe you should be CEO of your company. The Struggle is when you know that you are in over your head and you know that you cannot be replaced. The Struggle is when everybody thinks you are an idiot, but nobody will fire you. The Struggle is where self-doubt becomes self-hatred. The Struggle is when you are having a conversation with someone and you can’t hear a word that they are saying because all you can hear is The Struggle. The Struggle is when you want the pain to stop. The Struggle is unhappiness. The Struggle is when you go on vacation to feel better and you feel worse. The Struggle is when you are surrounded by people and you are all alone. The Struggle has no mercy. The Struggle is the land of broken promises and crushed dreams. The Struggle is a cold sweat. The Struggle is where your guts boil so much that you feel like you are going to spit blood. The Struggle is not failure, but it causes failure. Especially if you are weak. Always if you are weak. Most people are not strong enough. Every great entrepreneur from Steve Jobs to Mark Zuckerberg went through The Struggle and struggle they did, so you are not alone. But that does not mean that you will make it. You may not make it. That is why it is The Struggle. The Struggle is where greatness comes from.

Not everyone is going to be a cheerleader for you! Not everyone is going to have your back or support you. In fact, some people are going to be downright bold and say, “You are not going to make it.” You should thank those people. They are proof that you are doing something right. The devil can see success and every time a jab comes at you, he is indirectly cluing you in to the fact that greatness lies ahead and he does not want you to get there.

In every potential sponsor’s eyes, I was a nobody. And soon I had notched up more rejection letters than is healthy for any one man to receive. I tried to think of an entrepreneur and adventurer that I admired, and I kept coming back to Sir Richard Branson, the founder of Virgin. I wrote to him once, then I wrote once more. In all, I sent twenty-three letters. No response. Right, I thought, I’ll find out where he lives and take my proposal there myself. So I did precisely that, and at 8:00 P.M. one cold evening, I rang his very large doorbell. A voice answered the intercom, and I mumbled my pitch into the speakerphone. A housekeeper’s voice told me to leave the proposal--and get lost. It’s not clear quite what happened next: I assume that whoever had answered the intercom meant just to switch it off, but instead they pressed the switch that opened the front door. The buzzing sound seemed to last forever--but it was probably only a second or two. In that time I didn’t have time to think, I just reacted…and instinctively nudged the door open. Suddenly I found myself standing in the middle of Sir Richard Branson’s substantial, marble-floored entrance hall. “Uh, hello!” I hollered into the empty hall. “Sorry, but you seem to have buzzed the door open,” I apologized to the emptiness. The next thing I knew, the housekeeper came flying down the stairs, shouting at me to leave. I duly dropped the proposal and scarpered. The next day, I sent around some flowers, apologizing for the intrusion and asking the great man to take a look at my proposal. I added that I was sure, in his own early days, he would probably have done the same thing. I never got a reply to that one, either.

great. This is a good description of Rovio, which was around for six years and underwent layoffs before the “instant” success of the Angry Birds video game franchise. In the case of the Five Guys restaurant chain, the founders spent fifteen years tweaking their original handful of restaurants in Virginia, finding the right bun bakery, the right number of times to shake the french fries before serving, how best to assemble a burger, and where to source their potatoes before expanding nationwide. Most businesses require a complex network of relationships to function, and these relationships take time to build. In many instances you have to be around for a few years to receive consistent recognition. It takes time to develop connections with investors, suppliers, and vendors. And it takes time for staff and founders to gain effectiveness in their roles and become a strong team.* So, yes, the bar is high when you want to start a company. You’ll have the chance to work on something you own and care about from day to day. You’ll be 100 percent engaged and motivated, and doing something you believe in. You can lead an integrated life, as opposed to a compartmentalized one in which you play a role in an office and then try to forget about it when you get home. You can define an organization, not the other way around. But even if you quit your job, hunker down for years, work hard for uncertain reward, and ask everyone you know for help, there’s still a great chance that your new business will not succeed. Over 50 percent of companies fail within their first three years.2 There’s a quote I like from an unknown source: “Entrepreneurship is living a few years of your life like most people won’t, so that you can spend the rest of your life like most people can’t.

One way to get a life and keep it is to put energy into being an S&M (success and money) queen. I first heard this term in Karen Salmansohn’s fabulous book The 30-Day Plan to Whip Your Career Into Submission. Here’s how to do it: be a star at work. I don’t care if you flip burgers at McDonald’s or run a Fortune 500 company. Do everything with totality and excellence. Show up on time, all the time. Do what you say you will do. Contribute ideas. Take care of the people around you. Solve problems. Be an agent for change. Invest in being the best in your industry or the best in the world! If you’ve been thinking about changing professions, that’s even more reason to be a star at your current job. Operating with excellence now will get you back up to speed mentally and energetically so you can hit the ground running in your new position. It will also create good karma. When and if you finally do leave, your current employers will be happy to support you with a great reference and often leave an open door for additional work in the future. If you’re an entrepreneur, look at ways to enhance your business. Is there a new product or service you’ve wanted to offer? How can you create raving fans by making your customer service sparkle? How can you reach more people with your product or service? Can you impact thousands or even millions more? Let’s not forget the M in S&M. Getting a life and keeping it includes having strong financial health as well. This area is crucial because many women delay taking charge of their financial lives as they believe (or have been culturally conditioned to believe) that a man will come along and take care of it for them. This is a setup for disaster. You are an intelligent and capable woman. If you want to fully unleash your irresistibility, invest in your financial health now and don’t stop once you get involved in a relationship. If money management is a challenge for you, I highly recommend my favorite financial coach: David Bach. He is the bestselling author of many books, including The Automatic Millionaire, Smart Women Finish Rich, and Smart Couples Finish Rich. His advice is clear-cut and straightforward, and, most important, it works.

GET BEYOND THE ONE-MAN SHOW Great organizations are never one-man operations. There are 22 million licensed small businesses in America that have no employees. Forbes suggests 75 percent of all businesses operate with one person. And the average income of those companies is a sad $44,000. That’s not a business—that’s torture. That is a prison where you are both the warden and the prisoner. What makes a person start a business and then be the only person who works there? Are they committed to staying small? Or maybe an entrepreneur decides that because the talent pool is so poor, they can’t hire anyone who can do it as well as them, and they give up. My guess is the latter: Most people have just given up and said, “It’s easier if I just do it myself.” I know, because that’s what I did—and it was suicidal. Because my business was totally dependent on me and only me, I was barely able to survive, much less grow, for the first ten years. Instead I contracted another company to promote my seminars. When I hired just one person to assist me out of my home office, I thought I was so smart: Keep it small. Keep expenses low. Run a tight ship. Bigger isn’t always better. These were the things I told myself to justify not growing my business. I did this for years and even bragged about how well I was doing on my own. Then I started a second company with a partner, a consulting business that ran parallel to my seminar business. This consulting business quickly grew bigger than my first business because my partner hired people to work for us. But even then I resisted bringing other people into the company because I had this idea that I didn’t want the headaches and costs that come with managing people. My margins were monster when I had no employees, but I could never grow my revenue line without killing myself, and I have since learned that is where all my attention and effort should have gone. But with the efforts of one person and one contracted marketing company, I could expand only so much. I know that a lot of speakers and business gurus run their companies as one-man shows. Which means that while they are giving advice to others about how to grow a business, they may have never grown one themselves! Their one-man show is simply a guy or gal going out, collecting a fee, selling time and a few books. And when they are out speaking, the business terminates all activity. I started studying other people and companies that had made it big and discovered they all had lots of employees. The reality is you cannot have a great business if it’s just you. You need to add other people. If you don’t believe me, try to name one truly great business that is successful, ongoing, viable, and growing that doesn’t have many people making it happen. Good luck. Businesses are made of people, not just machines, automations, and technology. You need people around you to implement programs, to add passion to the technology, to serve customers, and ultimately to get you where you want to go. Consider the behemoth online company Amazon: It has more than 220,000 employees. Apple has more than 100,000; Microsoft has around the same number. Ernst & Young has more than 200,000 people. Apple calls the employees working in its stores “Geniuses.” Don’t you want to hire employees deserving of that title too? Think of how powerful they could make your business.

In North America, there is no nostalgia for the postwar period, quite simply because the Trente Glorieuses never existed there: per capita output grew at roughly the same rate of 1.5–2 percent per year throughout the period 1820–2012. To be sure, growth slowed a bit between 1930 and 1950 to just over 1.5 percent, then increased again to just over 2 percent between 1950 and 1970, and then slowed to less than 1.5 percent between 1990 and 2012. In Western Europe, which suffered much more from the two world wars, the variations are considerably greater: per capita output stagnated between 1913 and 1950 (with a growth rate of just over 0.5 percent) and then leapt ahead to more than 4 percent from 1950 to 1970, before falling sharply to just slightly above US levels (a little more than 2 percent) in the period 1970–1990 and to barely 1.5 percent between 1990 and 2012. Western Europe experienced a golden age of growth between 1950 and 1970, only to see its growth rate diminish to one-half or even one-third of its peak level during the decades that followed. [...] If we looked only at continental Europe, we would find an average per capita output growth rate of 5 percent between 1950 and 1970—a level well beyond that achieved in other advanced countries over the past two centuries. These very different collective experiences of growth in the twentieth century largely explain why public opinion in different countries varies so widely in regard to commercial and financial globalization and indeed to capitalism in general. In continental Europe and especially France, people quite naturally continue to look on the first three postwar decades—a period of strong state intervention in the economy—as a period blessed with rapid growth, and many regard the liberalization of the economy that began around 1980 as the cause of a slowdown. In Great Britain and the United States, postwar history is interpreted quite differently. Between 1950 and 1980, the gap between the English-speaking countries and the countries that had lost the war closed rapidly. By the late 1970s, US magazine covers often denounced the decline of the United States and the success of German and Japanese industry. In Britain, GDP per capita fell below the level of Germany, France, Japan, and even Italy. It may even be the case that this sense of being rivaled (or even overtaken in the case of Britain) played an important part in the “conservative revolution.” Margaret Thatcher in Britain and Ronald Reagan in the United States promised to “roll back the welfare state” that had allegedly sapped the animal spirits of Anglo-Saxon entrepreneurs and thus to return to pure nineteenth-century capitalism, which would allow the United States and Britain to regain the upper hand. Even today, many people in both countries believe that the conservative revolution was remarkably successful, because their growth rates once again matched continental European and Japanese levels. In fact, neither the economic liberalization that began around 1980 nor the state interventionism that began in 1945 deserves such praise or blame. France, Germany, and Japan would very likely have caught up with Britain and the United States following their collapse of 1914–1945 regardless of what policies they had adopted (I say this with only slight exaggeration). The most one can say is that state intervention did no harm. Similarly, once these countries had attained the global technological frontier, it is hardly surprising that they ceased to grow more rapidly than Britain and the United States or that growth rates in all of these wealthy countries more or less equalized [...] Broadly speaking, the US and British policies of economic liberalization appear to have had little effect on this simple reality, since they neither increased growth nor decreased it.

Those who govern on behalf of the rich have an incentive to persuade us we are alone in our struggle for survival, and that any attempts to solve our problems collectively – through trade unions, protest movements or even the mutual obligations of society – are illegitimate or even immoral. The strategy of political leaders such as Thatcher and Reagan was to atomize and rule. Neoliberalism leads us to believe that relying on others is a sign of weakness, that we all are, or should be, ‘self-made’ men and women. But even the briefest glance at social outcomes shows that this cannot possibly be true. If wealth were the inevitable result of hard work and enterprise, every woman in Africa would be a millionaire. The claims that the ultra-rich make for themselves – that they are possessed of unique intelligence or creativity or drive – are examples of the ‘self-attribution fallacy’.10 This means crediting yourself with outcomes for which you were not responsible. The same applies to the belief in personal failure that assails all too many at the bottom of the economic hierarchy today. From birth, this system of belief has been drummed into our heads: by government propaganda, by the billionaire media, through our educational system, by the boastful claims of the oligarchs and entrepreneurs we’re induced to worship. The doctrine has religious, quasi-Calvinist qualities: in the Kingdom of the Invisible Hand, the deserving and the undeserving are revealed through the grace bestowed upon them by the god of money. Any policy or protest that seeks to disrupt the formation of a ‘natural order’ of rich and poor is an unwarranted stay upon the divine will of the market. In school we’re taught to compete and are rewarded accordingly, yet our great social and environmental predicaments demand the opposite – the skill we most urgently need to learn is cooperation. We are set apart, and we suffer for it. A series of scientific papers suggest that social pain is processed11 by the same neural circuits as physical pain.12 This might explain why, in many languages, it is hard to describe the impact of breaking social bonds without the terms we use to denote physical pain and injury: ‘I was stung by his words’; ‘It was a massive blow’; ‘I was cut to the quick’; ‘It broke my heart’; ‘I was mortified’. In both humans and other social mammals, social contact reduces physical pain.13 This is why we hug our children when they hurt themselves: affection is a powerful analgesic.14 Opioids relieve both physical agony and the distress of separation. Perhaps this explains the link between social isolation and drug addiction.